role of human resource management. model of HRM. Line manager's role. case studies.types and barriers of strategic HRM.

1. NAME: CHAITRALI GIJARE
1

2. 2

3.  Introduction
 Role of human resource management
 Line manager’s role Strategic human
resource management
3

4. WHAT IS HUMAN RESOURCE
MANAGEMENT??
4

5. Human Resource Management is the
planning, organizing, directing and
controlling, the operating functions of
procurement, development,
compensation and maintenance of
human resource in order to achieve an
organizations goals and objectives.
5

6. RECRUITMENT SELECTION
PERFORMANCE
MANAGEMENT
DEVELOPMENT
REWARDS
PERFORMANCE
6

7. FUNCTIONS
Safety
and health
Employee
and labour
relations
Compensatio
ns and
benefits
Human
resource
development
staffing
7

8. BUSINESS
PARTNER
CHANGE AGENT
EMPLOYEE
ADVOCATE
ADMINISTRATIVE
EXPERT
TALENT
MANAGER
CAREER MANAGER
Performance
manager
8

9. Builds valuable relationships with internal clients
Sets realistic timelines and plans for the introduction of new HR
policies
Hires new employees for the client
Runs internalTalent management Program
Builds succession plans
9

10. Identifies gaps in the management practice and introduce
initiatives to close them
Acts as a team member in projects responsible for the
change management
Helps the clients to develop communication plans on the
regular basis
Leads the nomination process for talent and succession
10

11.  ‘learning as a way of life’
 needs to be aware of the dynamics of change,
change management technology, OD
interventions and diagnostic skills and
change management tools and
 leadership qualities
11

12.  https://www.youtube.com/watch?v=7C_z8Uu
CJ-Y
12

13. Manage administrative processes
Runs regular checks to ensure the full compliance with
the law
Introduce job structure and job matrix as the
administration gets simple and quick
Helps managers to create new job descriptions and
update existing ones
13

14. Elaborates procedures for employees to ask open and honest questions
Manages the performance appraisals
Acts as the team members in projects
Runs the grievance process
Conducts regular opinion surveys
Runs 360 degree feedback
14

15. Helps to build the organization a capability of recognizing inherent
talents, skills.
Place individuals, to plan their career, to train them in competencies
which they are required to perform in order to allow them to
contribute towards the achievement of the organizational goals.
15

16.  Organizations adopting a talent management
approach would concentrate on coordinating
and integrating recruitment & selection and
ensuring that right people are attracted and get
entry into the organization, retaining
employees and implementing practices that
reward and support employees, employee
development focusing on ensuring continuous
learning and develop leadership development
to prepare present and future leaders and
effective performance management ensuring
focus on processes that support performance.
16

17. manage and develop the career of employees.
HR need to partner with people, set personal career goals for them after
understanding their capabilities and competencies, and finally developing
strategies to achieve them.
the organizations may implement succession oriented training programs
through HR professionals to enable their human capital to focus on career
choices and accordingly work towards developing a succession planning
17

18.  Effective career and succession planning can
also help develop better Industrial Relations
climate within the organization.
18

19. Managing age diversity requires HR professionals to
work on strategies that encourage the transfer of
knowledge and experience between generations
Human Resource managers must customize strategies
for hiring, retaining and motivating employees
belonging to different generations.
19

20.  Nestle retains retiring salespeople to train and
coach the salesforce of its distributors and
stockiest.
 Hindustan Unilever Limited’s Project
Dronacharya’s also worked on a similar model.
HR managers have a major role to play in
managing age diversity through effective
succession planning and introducing mentoring
programs.
 Larsen andToubro (L&T), when faced with fast
approaching retirement at senior and top levels,
drew up a succession plan that identified the next
level of leaders for all positions where current
incumbents are reaching retirement age. 20

21. creating a work environment or setting, which enables people to
perform to the best of their abilities
As a developmental tool, performance appraisal can help identify
career needs of employees and motivate them to perform better.
21

22.  Google’s human resource management practices
cover effective employee training programs, as well as
performance management to maximize human
resource capabilities. he company also has finely
tuned performance management practices, inclusive
of performance planning that directly address
corporate objectives for HRM. However, the company
also experiences performance problems in its human
resources.To address this condition, Google’s human
resource management uses information about
performance problems as basis for improving
performance management practices along with
employee training programs.
22

23.  Training
Programs: Coffee Master Program
High priority to company’s goal of building brand
Example) Shut down operations for one day in
2008
Aligns their strategy of giving customers the
ultimate “customer experience” through
development of programs, lean techniques –
“finding new ways to deliver world-class customer
service and perfect beverages while keeping costs
in line and our partners engaged”
23

24.  Hiring/Recruiting
Taleo screening system
Fitting in with Starbuck’s culture
Aligns their strategy by ensuring they have the
best employees of customer service through
development of their own screening system
 HR Administration
Employees Rewards System
Benefits (full/part time)
Aligns their strategy ensuring they retain their
partners through development of rewards system
and having great benefits package for FT/PT 24

25.  Departments or employees of a firm that
perform core activities
 Contributes directly to the business of the
firm
 Ex: Manufacturing and Marketing
departments
25

26. 26

27. Vice
president
HR
Sr. Executive
HR
Executive
HR
27

28. STRATEGIC HRM
28

29. SHRM
SOFT SHRM HARD SHRM
29
Types of SHRM

30. Strategic human resource management is the
practice of attracting, developing, rewarding
and retaining employees for the benefit of
both the employees as individuals and the
organization as a whole.
Strategic HRM is a partner in success of an
organization, as opposed to a necessity for
legal compliance or compensation.
Strategic HRM analyzes the talent and
opportunities within the human resources
department and the other departments to
make stronger and more effective
30

31.  When a human resource department
strategically develops its plans for
recruitment, training, and compensation
based on the goals of the organization, it is
ensuring a greater chance of organizational
success.
31

32.  Let's think about this approach in relation to a basketball team, where Player
A is the strategic HR department, and Players B through E are the other
departments within the organization.The whole team wants to win the ball
game, and they all may be phenomenal players on their own, but one great
player doesn't always win the game. If you've watched a lot of sports, you
understand that five great players won't win the game if each one of those
five great players is focused on being the MVP.
 That's not how a basketball team wins, and it's not how an organization wins
either. A team wins when its members support each other and work together
for a common goal. PlayerA, our strategic HR department, must work with
players B, C, D and E, our different organizational departments.They must
run plays that they have planned out beforehand, assist when necessary to
help another player get the basket, and compensate for the weaknesses of
one in order to create a stronger team as a whole.When a team works
together to reach that common goal, only then can they be truly successful.
32

33.  business strategy
 competitive advantage
 Investment in Human resource
 Integration in business activities
33

34. There are five approaches to strategic HRM.
These consist of
 resource-based strategy
 achieving strategic fit
 high-performance management
 High commitment management
 high-involvement management
34

35. BUSINESS STRATEGY
INTERNAL
ENVIRONMENT
EXTERNAL
ENVIRONMENT
OVERALL HR
STRATEGY
RESOURCING
STRATEGY
HR
DEVELOPMENT
STRATEGY
REWARD
STRATEGY
EMPLOYEE
RELATION
STRATEGY
35

36.  Short – term mentality
 Lack of strategic perspective
 Lack of appreciation
 Still seen as a cost center
 Lack of involvement
36

37.  Nike uses a very unusual model for hiring and retaining people. I’ve heard
it described by them as their “free agent” HR model (appropriately
enough). I find it fascinating. I can’t help but think it is one of the reasons
Nike is such a great company today. Here’s how it works.
 Like many, Nike uses an intensive interview process for each prospective
employee.They test, they prod, and they validate each prospective
employee.Then they hire who they believe is the best fit.That part of
their HR policy is not unusual. It’s what Nike does after the hire that really
tells of their wisdom…
 Once an employee gets hired (whether it is as a regular employee or a
temporary employee through an employment service), the company
strongly encourages their new employees to begin interviewing around
the company to make sure they are in the best job for them.They do this
often within their first month of employment.
37

38.  Recruitment and Selection
Microsoft India recruited both fresh graduates from academic campuses and
experienced professionals in the IT industry. For campus recruitments, the selection
process included written tests and several rounds of personal interviews...
 Training and Development
For trainees, Microsoft India conducted a training program named Leap Engineer
Acceleration Program (LEAP) which imparted technical and personal skills required
to carry out the job...
 Career Management
Microsoft India provided both vertical and lateral growth prospects for its employees
in all the six business units present in India...
 FlexibleWorkTimings
Microsoft India followed a flexible work timings policy for its employees.A flexi-time
policy enabled the employees to work according to their convenience liberating
them from rigid work timings...
38

39. 39

40. Michele Zieren, director of management and organisation development for Asia at Philip
Morris on engaging interns to participate in the company’s activities with a mobile app.
Interning at Philip Morris is not only about gaining real-life working experience, the fortune 500
company makes it a priority for interns to return to university with an enhanced business
knowledge and practical working skills that will be useful throughout their career.
Michele Zieren, director of management and organisation development for Asia at Philip
Morris, said interns who were in their first or second year of university were given the
opportunity to work on business projects as well as getting guidance on personal development.
“We have put great efforts into our intern program, they work on real business projects and
each of them have personalised development plans to help discover themselves and build
skills” she said.
To further enhance the experience of interns, the company hosted a competition –
“InChallenge” – for the first time in Hong Kong last year.The event invited the top interns of
the company worldwide to work on innovative business ideas and present them to senior
management. 40

41. With the app, interns were put through a series of activities such as writing tag lines, a
video competition and problem-solving challenges, all of which were conducted on
smartphones.
“Last year, delegates were chosen by their respective managers.This year we decided to
try something new.We collaborated withTeam BuildingAsia to create an app to enhance
the experience of interns. It was also a more objective way to select delegates,” she said.
Globally, Philip Morris has more than 400 interns across 30 countries, and the app allows a
fair and efficient assessment of a large number of participants. In Asia, 175 of the 217
interns participated in the race to win a ticket for Inchallenge.The group competed for 14
spots.
With the app, interns were put through a series of activities such as writing tag lines, a
video competition and problem-solving challenges, all of which were conducted on
smartphones.
The human resources team of the company monitored the progress and performance of
participants in real-time and 14 delegates were selected after two days of screening.
“With technology, every intern has a chance to compete to be a delegate; the app is
something that is fun and innovative and it fits with the way we are evolving as a
company for the future.”
41

42. 42

43. “The odds are that development will be about 70% from on-the-job experiences – working
on tasks and problems; about 20% from feedback and working around good and bad
examples of the need; and 10% from courses and reading
Two decades and counting – the 70:20:10 model for learning and development still remains a
widely-used framework in the HR scenery.
Ricoh Malaysia, in the business of imaging and industrial products, adopts a 70:20:10
learning framework, whereby 70% of the talent’s development plan is on-the-job
experience, 20% mentoring and coaching, and 10% training, courses and reading.
“We strongly believe in building internal talent by meeting our employees’ career growth
aspiration and business objectives,” affirms DorisTham, general manager of human
resources at Ricoh Malaysia.
Talent is selected for Ricoh’s various training programmes on the basis of record of
consistent performance as well as leadership potential in taking up higher roles or
responsibilities.
Once selected, the employees undergo assessments for competencies, behavioural and
career motive assessments.These assessment reports are used as a reference during career
dialogue sessions between the talent, immediate manager and HR business partner.
43

44.  This input is used for a range of programme for talent across all levels.
One of these is the 12-month leadership development programme for
general managers and senior managers, where the modules include
material on managing self, others, business, and change. Another 12-
month programme is the one for people management development for
managers and assistant managers; with engage, empower, evaluate, and
enforce as the modules.
 A lightly shorter one at eight months is the executive development
programme for supervisors and team leads; where modules include
personal effectiveness, team effectiveness, effective communication,
and effective execution.
 All the leadership development programmes include pre and post 360
degree feedback, competencies assessment and personal coaching.
 “Besides leadership development programmes, we create an
environment for talent to be exposed to projects and assignments to
gain hands-on experience, leading to both internal and external
learning,”Tham adds.
44

45. Results of the 70:20:10 model
Having consistently devoted time and effort to the leadership potential-performance matrix in training,
Ricoh Malaysia has been successful in grooming internal talent to take up critical positions. More than half
(57%) of the management team members have promoted through rank and file.
The direct sales workforce turnover rate has improved from 40% to 25% over the last three consecutive
years. In addition, Ricoh’s business growth has been consistently strong over the last decade.
The future human capital needs and learning landscape will change due to rapid and immerse market
competition, globalisation and technology advancement. Rounding up the case study, Tham points out
that perhaps in the future, talented employees are no longer viewed as ‘assets’ of the company but rather
as a services enabler or business partner in achieving shared goals.
She concludes aptly: “HR leaders have to acquire new competencies on understanding and creating a
shared culture, designing an agile work environment that engages people, and constructing a new model
of leadership and career development in tandem with the new wave of transformation.”
45

46.  http://www.indiaclass.com/human-
resourcemanagement-case-studies/
 http://www.humanresourcesonline.net/case-
study-ricoh-malaysia-filled-57-management-
roles-internally/
 Wikipedia
 Integral Review - A Journal of Management,
ROLES FOR HR PROFESSIONALS by Deepak
Sharma
46

47.  Strategic human resource management by
John Bratton
 strategic human resource management ,a
guide to action, 3rd edition by Michael
Armstrong
 Slideshare
 http://study.com/academy/lesson/strategic-
human-resource-management-definition-
importance.html
47

48. 48